Capacity to Translate to Execution

Capacity to Translate to Execution

Continued from a Previous post

There are four common areas to address when preparing to implement change in your organization:

  1. Pressure for Change
  2. A Shared Vision
  3. A Capacity to Translate to Execution
  4. A Realistic Workplan

Let’s talk about the Capacity to Translate to Execution.

What does a Capacity to Translate to Execution mean?

From the book – A Beautiful Constraint (Source: &Strategy – adapted by Michael Hay):

We need some confidence that we have the capability and capacity to do what is being proposed — we may not know precisely how we are going to do it yet, but we know we have those kinds of capabilities.

The capacity to translate to execution – quite simply answers the question: Can you do it? Can you make this change? The question is probing into two main areas – both areas of the term Capacity:

  1. Capability: Have you identified the leadership, influencers, and technical resources to execute on your goal?
  2. Capacity: Have you planned accordingly – created space for the right people at the right time during the project? Do you have an idea of what that means?

Why is a Capacity to Translate to Execution significant?

Being able to do the work and having the bandwidth to do the work may seem completely obvious. However, it is essential to truly understand what that really means when you get started. Capacity and Capability are incredibly vague and when you layer on an implementation of a software that you do not know – it’s always better to air on the side of caution.

In order to execute an implementation, you’ll need the right people on your side. They’ll need to appropriate access to affect the change and they’ll need time to do it. The first step is identifying the right set of individuals that can help champion the change. Once you do have those individuals identified, you’ll want to make sure that they have the availability to do what they need to do. Asking them to do this level of change in the margins will lead to failure. Work with them to identify what level of effort they anticipate they’ll need to execute on the implementation.

Once you have your set of key champions to usher in the change and you’ve identified the amount of effort they’ll need – the Executive responsible for success needs to make that time available.

The last step is making sure that the end-users who are going to be using the software have the appropriate time to prepare, understand and come to terms with the change. This, also, needs to be supported by the Executive.

What happens when you don’t have it?

Too often, customers have purchased a software without understanding the demands introducing that software will take to be successful. The people are critical to success. In many cases, Executive Buyers don’t consider the amount of time they’ll need to carve out for their core team (or end users) to help execute on their vision.

This forces the work to be successful into the margins of the day. Working in the margins will not only lead to failure to implement the software, it will also burn-out the individuals that feel responsible for its success but don’t have time to do it well. Having executive pressure and a clear vision but not creating the capacity to deliver on the vision will most certainly lead to losing the team responsible for implementing the change.

If you would like more information on the topic – I’d suggest this read on creating cultures of digital transformation.

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